In yesterday’s post, I interviewed Jim Huling about the disciplines of execution. The concepts in the 4 Disciplines of Execution were so fascinating, we continued the conversation.
Much of leadership is influencing people to change. You talk about the five stages of changing human behavior. Would you explain these and is there one stage more difficult to move through than the others?
Because changing human behavior is such a big job, many leaders face challenges when first installing 4DX. In fact, we’ve found that most teams go through five distinct stages of behavior change.
Stage 1: Getting Clear – The leader and the team commit to a new level of performance. They are oriented to 4DX and develop crystal-clear WIGs (wildly important goals), lag and lead measures, and a compelling scoreboard. They commit to regular WIG sessions. Although you can naturally expect varying levels of commitment, team members will be more motivated if they are closely involved in the 4DX work session.
Stage 2: Launch – Now the team is at the starting line. Whether you hold a formal kickoff meeting, or gather your team in a brief huddle, you launch the team into action on the WIG. But just as a rocket requires tremendous, highly focused energy to escape the earth’s gravity, the team needs intense involvement from the leader at this point of launch.
5 Stages of Behavior Change
- Getting Clear
Stage 3: Adoption – Team members adopt the 4DX process, and new behaviors drive the achievement of the WIG. You can expect resistance to fade and enthusiasm to increase as 4DX begins to work for them. They become accountable to each other for the new level of performance despite the demands of the whirlwind.
Stage 4: Optimization – At this stage, the team shifts to a 4DX mindset. You can expect them to become more purposeful and more engaged in their work as they produce results that make a difference. They will start looking for ways to optimize their performance—they now know what “playing to win” feels like.
In every business, strategy is vital for success. It charts the course and sets the direction. But, every strategist knows that so often strategic goals never take off because they are drowned by all of the other competing interests. The daily activities of the organization starve the strategic goal. In The 4 Disciplines of Execution, a terrific new book, authors Chris McChesney, Sean Covey and Jim Huling explain how learning four disciplines can help produce breakthrough results.
And these same concepts can be applied to achieve your personal goals.
After reading the book, I followed up with author Jim Huling to delve into the material.
Jim, for those who aren’t familiar with the four disciplines, would you walk us through them quickly?
- Discipline 1: The discipline of focus. Extraordinary results can only be achieved when you are clear about what matters most. As simple as this principle may sound, few leaders ever master it. 4DX teaches why focus is so critical and how to overcome your biggest source of resistance.
- Discipline 2: The discipline of leverage. With unlimited time and resources, you could accomplish anything. Unfortunately, your challenge is usually the opposite: accomplish more with less. 4DX shows leaders where they can find real leverage and how to use it to produce extraordinary results.
- Discipline 3: The discipline of engagement. You have the authority to make things happen, but you want more than that – you want the performance that only passion and engagement can produce. 4DX enables leaders to rise from authority-driven compliance to passion-driven commitment in themselves and the people they lead.
- Discipline 4: The discipline of accountability. No matter how brilliant your plan or how important your goal, nothing will happen until you follow through with consistent action. 4DX brings the practices that drive accountability and follow through, despite a whirlwind of competing priorities.
Photo courtesy of iStockphoto/iqoncept
The expression “moving the needle” first appeared in England during the industrial revolution. The reference was to gauges on steam engines. During World War II, it became a more common term in reference to aviation gauges. In business today it’s synonymous with making progress.
I’ve seen three major types of people in business. One person can describe the needle, the other can move the needle, and rarely someone can do both. What do I mean?